Year 20 Annual Plan PY 2019-20 DRAFT - Plan Overview 2-1 “In all that we do, we want to make certain that we’re lifting up people in need — and giving everyone an opportunity to share in Los Angeles’ growth and prosperity.” Eric Garcetti Mayor, City of Los Angeles YEAR 20 WORKFORCE DEVELOPMENT SYSTEM (WDS) ANNUAL PLAN VISION The Los Angeles Workforce Development System will be a national leading, equitable workforce development and training system that produces and places skilled workers into quality jobs in the Los Angeles region. It is the shared vision of the Local Workforce Development Board (WDB), Mayor, City Council, and the city’s Economic and Workforce Development Department (EWDD) to utilize the Workforce Development System (WDS) to increase equity by targeting the delivery of workforce services to respond to evolving economic and labor market conditions, especially for populations that have been left behind by the region’s economic recovery. PLAN OVERVIEW By July 2019, the U.S. economy is expected to surpass all previous post-war economic expansions in duration. Following economic growth of 3.0 percent in 2018, the Los Angeles Economic Development Corporation (LAEDC) predicts 2.2 percent growth in 2019, and 2.4 percent growth in 2020 for the U.S economy. This growth is expected to create nearly 3 million new jobs by 2020. The Los Angeles regional economy likewise is predicted by LAEDC to continue its sustained recovery, outpacing the national economic expansion with 3.0 and 2.7 percent economic growth in 2019 and 2020, respectively. Following job growth of 59,000 in 2018 for LA County, an additional 121,000 jobs are predicted to be created by 2020. This sustained recovery however, has not been broadly shared, with large segments of the local labor market facing continued challenges in obtaining quality employment. Income inequality is particularly pervasive for men and women of color, with gender and racial wage gaps at every level of educational attainment. The Year 20 WDB Annual Plan (Annual Plan) establishes the priorities, strategies, and policies for the City’s Workforce Development System (WDS). The Annual Plan articulates a framework of long-term strategic initiatives set forth to achieve the City’s goal of putting its residents on the path to economic security through equity-focused strategies that grow good jobs and remove barriers to employment for the people being left behind. The City has made significant gains in achieving its goal of putting its residents on a path to economic security through nationally recognized programming such as the Los
Transcript
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“In all that we do, we want to make certain that we’re lifting up people in need — and giving everyone an opportunity to share in Los Angeles’ growth and prosperity.”
Eric Garcetti Mayor, City of Los Angeles
YEAR 20 WORKFORCE DEVELOPMENT SYSTEM (WDS) ANNUAL PLAN
VISION
The Los Angeles Workforce Development System will be a national leading, equitable workforce development and training system that produces and places skilled workers into quality jobs in the Los Angeles region.
It is the shared vision of the Local Workforce Development Board (WDB), Mayor, City Council, and the city’s Economic and Workforce Development Department (EWDD) to utilize the Workforce Development System (WDS) to increase equity by targeting the delivery of workforce services to respond to evolving economic and labor market conditions, especially for populations that have been left behind by the region’s economic recovery.
PLAN OVERVIEW
By July 2019, the U.S. economy is expected to surpass all previous post-war economic expansions in duration. Following economic growth of 3.0 percent in 2018, the Los Angeles Economic Development Corporation (LAEDC) predicts 2.2 percent growth in 2019, and 2.4 percent growth in 2020 for the U.S economy. This growth is expected to create nearly 3 million new jobs by 2020. The Los Angeles regional economy likewise is predicted by LAEDC to continue its sustained recovery, outpacing the national economic expansion with 3.0 and 2.7 percent economic growth in 2019 and 2020, respectively. Following job growth of 59,000 in 2018 for LA County, an additional 121,000 jobs are predicted to be created by 2020.
This sustained recovery however, has not been broadly shared, with large segments of the local labor market facing continued challenges in obtaining quality employment. Income inequality is particularly pervasive for men and women of color, with gender and racial wage gaps at every level of educational attainment.
The Year 20 WDB Annual Plan (Annual Plan) establishes the priorities, strategies, and policies for the City’s Workforce Development System (WDS). The Annual Plan articulates a framework of long-term strategic initiatives set forth to achieve the City’s goal of putting its residents on the path to economic security through equity-focused strategies that grow good jobs and remove barriers to employment for the people being left behind.
The City has made significant gains in achieving its goal of putting its residents on a path to economic security through nationally recognized programming such as the Los
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Angeles Regional Initiative for Social Enterprise (LA:RISE) and the Performance Partnership Pilot (P3).
WORKFORCE DEVELOPMENT SYSTEM HIGHLIGHTS
Last year, through a comprehensive network of workforce service providers, educators, employers, and other strategic partners, the City’s Workforce Development System served over 97,000 Angelenos and assisted 28,800 in finding employment (Source: CalJOBSSM). The WDS also engaged more than 10,000 youth through Workforce Innovation and Opportunity Act (WIOA), HIRE LA’s Youth, and the Performance Partnership Pilot (P3) programs.
WORKSOURCE SYSTEM PROGRAM YEAR ACCOMPLISHMENTS
YOUTHSOURCE SYSTEM PROGRAM YEAR ACCOMPLISHMENTS
Providing Economic Opportunities to All Angelenos
Building a more equitable labor market that provides economic opportunities for all Angelenos, while meeting the growing demand of LA’s regional employers, is our challenge. The Annual Plan continues a Strategic Framework, established in PY2018-19, consisting of eight long-term strategic initiatives, including:
1. Reducing homelessness by increasing employment opportunities; 2. Increasing employment opportunities through partnerships with major economic
drivers in the region; 3. Increasing access to career pathways through Industry Sector Strategies; 4. Increasing services to targeted high-barrier populations (vulnerable populations)
with a geographic focus; 5. Increasing Gender Equity;
In partnership with CA EDD served
97,776 jobseekers through WSC
program
Enrolled 18,848 new participants
into the WIOA Formula Program
78% of Participants were low-income and 40% were on public assistance
9,664 Youth served through P3 Partnerships
1,934 Youth enrolled in WIOA
Youth Program
17,648 Youth placed into jobs
through HIRE LA's youth program
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6. Increasing employment outcomes for the reentry population; 7. Increasing education and/or employment outcomes for disconnected youth; and 8. Increasing impact of the City’s Workforce Development System through the
strategic alignment of City and Regional Planning Efforts (Los Angeles Regional Plan, Local Plan, WDS Annual Plan and P3 Strategic Plan).
Strategic Initiative 1 - Reducing homelessness by increasing employment opportunities – In alignment with the City of Los Angeles Comprehensive Homeless Strategy, the WDS will continue to expand existing efforts to provide job-skills training, employment services, and other related services for individuals currently and formerly experiencing homelessness. The WDS will also expand employer-driven pathways to well-paying, stable employment by integrating public, private, educational, and non-profit systems, including social enterprises.
For the first time in four years homelessness decreased in both the City of Los Angeles and Los Angeles County as a whole. Although these decreases are welcome news, there are still more than 52,000 individuals experiencing homelessness county-wide and more than 30,000 in the City alone. Los Angeles continues to struggle with a high unsheltered homeless population. LAHSA’s 2018 homeless count reports that there are approximately 52,000 individuals experiencing homelessness in Los Angeles County, 75 percent of which remain unsheltered1. Furthermore, of the total homeless population in the County, 9,205 people are experiencing homelessness for the first time (up from 8,044 in 2017), 46 percent of which said it was due to a loss of employment or other financial reasons.2
Accomplishments
Increased Employment Outcomes through WorkSource Centers and LA:RISE. The following table (Table 1) illustrates enrollment figures for individuals currently and formerly experiencing homelessness over the last two complete Program Years.
Table 1: Homeless Served by WDS
1 A 2018 Snapshot of Homelessness in Los Angeles County-Neighborhood Data for Social Change 2 Greater Los Angeles Homeless Count, 2018 Results - Los Angeles Homeless Services Authority (LASHA)
0
500
1000
1500
2000
2500
3000
WIOA LA:RISE
PY2016-17
PY2017-18
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ACTION – The City will partner with Los Angeles County and Goodwill Industries of Southern California in the “Everyone Works” Initiative to provide unsubsidized employment opportunities for 15,000 homeless individuals over the next three years. Under this initiative, the City will:
Place 750 individuals experiencing homelessness in transitional employment and 400 into unsubsidized employment through $5.0 million investment of LA City General Fund and LA County Measure H funds in LA:RISE;
Increase placements into unsubsidized employment through increased employer engagement activities using the City’s Customer Management System (CRM); and
Place an additional 750 individuals experiencing homelessness into unsubsidized employment through WorkSource Centers.
Strategic Initiative 2 - Increase employment opportunities for all Angelenos through partnerships with major economic drivers in the region – Through the leadership of the Mayor’s Office, the Workforce Development Board established a goal of developing Memoranda of Understanding with the region’s major public sector employers including with Los Angeles World Airports (LAWA), the Port of Los Angeles, the Department of Water and Power (DWP) and the Los Angeles Metropolitan Transit Authority (Metro) in order to provide career pathways for Los Angeles residents.
Accomplishments
WIN-LA - In July 2017, Metro and the seven regional Workforce Development Boards entered into an MOU representing a collaborative training and hiring program. The Workforce Initiative Now-Los Angeles (WIN-LA) is a ground breaking workforce development program that focuses on creating career pathways into the transportation industry. Careers include construction and non-construction opportunities in operations/maintenance, administration and professional services. The program provides support for participants in areas such as life skills development, skill set enhancement, and educational attainment services. WIN-LA also increases the resources needed for training and placement of “Hard to Fill” positions within Metro and the transportation industry.
Secured New Resources – In 2018, the City secured a $1.0 million National Dislocated Worker Grant (NDWG) to provide additional training to 200 individuals displaced from the retail sector in Metro/transportation careers.
HIRE LAX – In partnership with the Los Angeles County Department of Workforce Development, Aging and Community Services (WDACS) and Los Angeles World Airports (LAWA) the WDS implemented the HIRE LAX Apprenticeship Readiness program which provides pre-apprenticeship training for LA residents in order to increase employment opportunities in capital improvements projects at LAX.
Targeted Local Hire (TLH) - Developed by Mayor and Council and led by the Personnel Department, TLH utilizes the WorkSource Center System to provide access to civil service employment in the City of LA to residents that are not generally represented in
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the traditional civil service hiring process. The program uses a non-traditional hiring and screening process to encourage City departments to hire from this pool. Since the program’s first year, TLH has had 8,100 applicants, of which 4,560 have been referred to City Departments for interviews, with over 520 individuals from disadvantaged backgrounds connected to high-quality jobs in the City of Los Angeles.
New Resources to Address Economic Disasters – In December 2018, the City was awarded up to $10.4 million in National Dislocated Worker Grant funds to provide transitional work experience to individuals impacted by the Woolsey Fires. This grant was the second NDWG grant awarded to the City to assist individuals impacted by California Wildfires.
ACTION – Continue efforts to develop Memoranda of Understanding with the region’s major public sector employers including with Los Angeles World Airports, the Port of Los Angeles, the Department of Water and Power and the Los Angeles Metropolitan Transit Authority to provide employment opportunities for Los Angeles residents. Specific goals for PY2019-20 include:
Establish MOU with the Los Angeles World Airports
Establish MOU with the Port of Los Angeles
Establish MOU with the Department of Water and Power
ACTION – Implement the NDWG Retail Sector project by July 1, 2019.
Complete 200 enrollments by Sept 2019
ACTION – Fully implement WIN-LA, TLH, and HIRE LAX to recruit and hire 500 Angelenos in PY2019-20.
Complete enrollments by December 2019, Strategic Initiative 3 - Increase access to career pathways through Industry Sector Strategies – Continue investments in key industry sectors that provide career pathways for all Angelenos.
Accomplishments
BioTech/BioSciences – Los Angeles Valley College (LAVC) completed its Biotech Industry Sector Strategy report. Key findings include:
A need for middle-skill workers, which are projected to grow 8% in both Los Angeles and Orange counties by 2020 (1,633 total jobs open, including 619 new job openings).
Jobs in this tier include technicians, inspectors, sorters, samplers, and more. The median hourly wage for these types of jobs is $17.83. On the higher end of middle-skill jobs is manufacturing productions technician, which has estimated growth rate of 4% in the same time period with a median hourly wage of $30.39.
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LAVC developed and finalized an industry-valued credential exam for use among community college programs in Biotechnology & Bioscience. LAVC is currently in the process of implementing the use of the exam and of getting a wide swath of employers to accept the credential when hiring.
Advanced Manufacturing - Goodwill Industries of Southern California completed its Advanced Manufacturing Industry Sector Report. Key finding include:
Although manufacturing jobs have declined by 17% in Los Angeles County (County) since 2007, annual wages continue to increase, with an average wage 9% higher than the County average.
Goodwill determined that among all advanced manufacturing jobs, certain segments of manufacturing are growing despite the overall decline: Biotechnology & Biomedical related devices; Wood, Paper & Other Manufacturing; and Food & Beverage Manufacturing. Additionally, Goodwill determined that one in every 13 jobs in the County is in manufacturing.
The sector encompasses three tiers of occupations: Tier 1 is professional, higher-paying jobs (77,063 or 22% of all manufacturing jobs in the County as of 2016); Tier 2 is middle wage jobs that don’t necessarily require a four-year degree (193,409 or 55% of all manufacturing jobs in the County as of 2016); and Tier 3 is lower wage positions that don’t require more than a high school diploma (55,843 or 16% of all manufacturing jobs in LAC as of 2016).
Information Technology - Los Angeles Chamber of Commerce/Bixel Exchange completed an Industry Sector Strategy report for the Information Technology Sector. Key findings include:
As of 2016, the County had 14,743 information technology (IT) firms with 287,639 employees. There is a projected job growth of 7,500 middle-skills jobs between 2014-2024, and 16% average growth for core IT jobs such as web developers and computer systems analysts in the same period. The largest growth will be for software developers and web developers (both middle-skills jobs with no required 4-year degree).
Jobs in this sector in Los Angeles are middle to high wages with opportunities for advancement; the mean annual wage for core IT jobs, as of the beginning of 2017, is $100,306. The report also found that there is a need for a quicker response from educators and trainers to advances in IT, which can happen rapidly.
Bixel Exchange also engaged with LinkedIn on a study to define “tech occupations” in Los Angeles, worked closely with five tech companies in the city, and participated in the Mayor’s Special Committee on Tech Talent & Training in early 2017.
Logistics / Transportation – Community Career Development Inc., completed an Industry Sector Report for the Logistics and Transportation Sector. Key findings include:
The fastest-growing trade, transportation, and logistics industry occupations in Los Angeles County projected for 2014-2024 are Commercial Pilots (30.3% with 2,300 jobs); Captains, Mates, and Pilots of Water Vessels (27.7% with 1,800
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jobs); and Bus and Truck Mechanics and Diesel Engine Specialists (22.5% with 11,800 jobs). The highest average job openings annually in the County during 2014-2024 are Heavy and Tractor-Trailer Truck Drivers; Shipping, Receiving and Traffic Clerks; and Light Truck or Delivery Services Drivers. Additionally, e-commerce growth has turned seasonal jobs into permanent opportunities, creating a need for more Drivers.
WIOA Navigators – In PY2017-18, the WDS partnered with the Los Angeles Unified School District Division of Adult and Career Education (LAUSD-DACE) to collocate WIOA Navigators, co-funded by the WDS and LAUSD, in ten of the City’s sixteen WorkSource Centers. WIOA Navigators provide WSC participants access to vocational training in high-demand sectors as well as access to educational supports to address basic skills deficiencies. ACTION - Continue to build upon progress and insight gained from its Industry Sector Expert Strategists to develop new Sector Strategies.
Develop Early Childhood Education employment sector strategy building upon the recommendations developed by the WDB and Los Angeles Universal Preschool (LAUP) in 2015.
ACTION - Work regionally across the seven WDBs to develop Registered Apprenticeship Programs in identified sectors.
Complete Apprenticeship Strategic Plan currently underway.
Engage employer roundtable around two key employment sectors to increase apprenticeship opportunities in non-traditional employment sectors.
ACTION – Increase access to industry sector training for Angelenos
Fund the Sector Strategy Center at Los Angeles Valley College. Strategic Initiative 4 - Increase services to targeted high-barrier populations (vulnerable populations) with a geographic focus – Increase enrollments and placements targeting communities with the highest concentrations of poverty and highest unemployment rates, as well as underserved target populations including, but not limited to, individuals with a history of homelessness, formerly incarcerated individuals, under-represented ethnic groups, single-parents, older workers, disconnected youth, and transgender and other LGBTQ individuals.
Accomplishments
Enhanced services for vulnerable population - The City continues to emphasize services to vulnerable populations. In addition to successful program models for serving Veterans and Persons with Disabilities, the City launched and/or secured funding for new initiatives focused on individuals experiencing homelessness, court-involved individuals, ex-offenders, and other underrepresented populations.
LARCA 2.0 - Beginning in PY 2017-18, through a settlement negotiated by the City Attorney’s Office, the City committed to invest as much as $30 million over a four year
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period to provide employment and education services to individuals that were part of a Gang Injunction settlement. Through this initiative, up to 3,000 individuals will receive on-the-job training, vocational training, apprenticeships, support services and entry-level employment options that allow individuals to gain critical career skills and strengthen pathways to employment and increased earnings.
ACTION – Expand services to high-barrier populations within the WorkSource and YouthSource Center programs.
Establish goals for new high-barrier populations, including survivors of domestic violence, English Language Learners, transgender, single-parents.
Adopt lessons learned through the Vulnerable and Underrepresented Populations (VUP) program into the WorkSource Center program design.
Increase enrollments for LARCA 2.0 participants.
Expand specific initiatives with LAHSA and the Mayor’s Office around “Bridge to Employment,” Rapid Response and Homeless Youth populations.
Strategic Initiative 5 - Ensure Gender Equity - In line with the City of Los Angeles’ commitment to achieving gender equality3 and gender equity4 in city operations, the Workforce Development System will continue to strengthen its efforts to integrate a gender perspective into the design, implementation, and evaluation of its services, to ensure that women and girls’ unique needs are considered, and gender inequality is not perpetuated.
In order to ensure equal opportunities for women and girls to access qualitative and empowering job trainings and employment, the WDS committed to seven tasks, pending the availability of funding. Gender Equity tasks include:
Task 1 - Prevent Sexual Harassment within the WDS - Ensure that WDS staff are trained to prevent and address sexual harassment and discrimination in the workplace and are informed about their rights and existing resources.
Task 2 - Develop WDS Training on gender bias - Implement and evaluate a train-the-trainer training on implicit gender bias and gender mainstreaming5 to
3 “Gender equality” refers to equal rights, life prospects, opportunities, and the power of women and men, girls and
boys, and people of various gender expressions to shape their own lives. It is a right’s-based concept with transformative connotations that embraces an intersectional view on inequalities between genders, and points towards change of gender-based power relations in all sectors of society. The Swedish International Development Cooperation Agency, Sida, https://www.sida.se/English/publications/159464/hot-issue-gender-equality-and-gender-equity/ 4 “Gender equity” refers to fairness and justice regarding benefits and needs for women and men, girls and boys, and people of various gender expressions. Thus, distribution of resources based on the needs of different groups of people. The Swedish International Development Cooperation Agency, Sida, https://www.sida.se/English/publications/159464/hot-issue-gender-equality-and-gender-equity/
5 “Gender mainstreaming” is the process of assessing the implications for women and men of any planned action,
policy or program, in all areas and at all levels before any decisions are made and throughout the whole process. It is a strategy for making women’s as well as men’s concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programs so that both women and men benefit, and inequality is not perpetuated. Gender mainstreaming is not a goal in itself but an approach for promoting gender
increase the WDS’ capacity to consider women and girls’ unique needs in the design, implementation, and evaluation of its services, including in career counseling, trainings, and job placement.
Task 3 - Develop baseline Gender Equity Data for the WDS - Gather and include data disaggregated by gender in all demographic and performance reports included in the WDB Strategic Annual Plan’s list of strategies and activities. Baseline Gender Equity data is included in this Plan Overview.
Task 4 - Prepare Labor Market Information Report on Gender Equity - Commission the Los Angeles Economic Development Corporation (LAEDC) to identify high paid jobs and training opportunities for women and girls to help them advance in their careers and transition from low paid middle skills jobs to high paid middle skills jobs.
Task 5 - Prepare an analysis of factors contributing to gender bias - Commission a gender analysis to assess what role the WDS, including the WorkSource Centers and the YouthSource Centers, can play to address existing barriers preventing women and girls from accessing qualitative job trainings and well-paid employment opportunities, including in non-traditional female fields.
Task 6 - Conduct a comprehensive assessment of how the WDS, including the LA RISE grant, serves the female homeless population - The assessment will look at how many women versus men benefit from the WDS programs targeting the homeless population and provide explanations to those numbers.
Task 7 - Increase service to Domestic Violence survivors - Design, implement and evaluate a pilot training program targeting survivors of domestic violence and human trafficking. As part of this work, partner with the Los Angeles Housing and Community Investment Department (HCID) to identify clients from the Domestic Violence and Human Trafficking Shelters funded by the City.
ACTION – In partnership with the HCID, EWDD will pilot a Domestic Violence Navigator program to increase access to employment services for survivors of domestic violence. EWDD will:
Partner with HCID to co-fund for a full-time Domestic Violence Navigator position to be housed in EWDD;
Through the Domestic Violence Navigator, all survivors of domestic violence will be provided access to appropriate workforce services.
ACTION - Deploy a sexual harassment online training to all partner staff including WorkSource and YouthSource centers by July 2019. EWDD will:
equality. The Swedish International Development Cooperation Agency, Sida, https://www.sida.se/English/publications/159382/gender-mainstreaming/
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Identify Regional Planning training funds to deploy online training by August 2019.
ACTION - Partner with HCID and the Commission on the Status of Women to identify and fund a training curriculum on gender bias in the workforce system. In partnership with HCID, EWDD will:
Identify gender bias curriculum and/or training provider;
Identify resources to deploy gender bias training.
ACTION – Develop gender specific programming to increase training and placement in non-traditional employment sectors. EWDD will:
Pilot a short-term vocational training program aimed at recruiting women into the construction field. EWDD will partner with WINTER to recruit and provide short-term vocational training in non-traditional hours to prepare women for employment in Metro.
Tracking Gender Equity As requested by the Commission on the Status of Women, the following tables provide baseline data on the WDS’ performance with respect to gender equity. Table 2 provides a summary of training enrollments in the top nineteen employment sectors. Total training enrollments are nearly evenly divided between males and females, with females accounting for 49.5 percent of all training enrollments. Table 2 – WDS Training Data Segregated by Gender
Though female participants system wide represent almost 50 percent of inidividuals enrolled in training, training enrollments vary significantly by industry sector. As illustrated in Table 3, female participants are heavily concentrated in healthcare career tracks, accounting for nearly 80 percent of healthcare enrollments. Conversly, female participants are significantly underrepresented in construction, security and transportation career tracks.
Table 3: Training by Gender
Training PY 2017-18 (Top six training sectors for females)
0100200300400500600700800
Male
Female
Heathcare Support:
17% of trainings provided,
87% Female
Protective Support:
13% of trainings provided,
32% Female
Administrative Support:
12% of trainings provided
75% Female
Construction:
12% of trainings provided
12% Female
Healthcare Practioner:
7% of trainings provided
67% Female
Education:
7% of trainings provided
41% Female
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Table 4: Participant Placement by Gender
As illustrated in Table 4, the Administrative Support and Healthcare/Social Assistance sectors account for the highest number of female job placements. Following training placements, females represent more than 75 percent of placements in the healthcare industry. Females are underrepresented in the construction sector, representing only 16 percent of job placements.
Table 5: Placement Data by Industry Segregated by Gender
Male Female
Hourly (M)
Hourly (F)
Admin & Support 1,799 1,489 $12.67 $12.70
Health Care& Social Assistance 498 1,524 $16.01 $15.16
Retail Trade 495 657 $12.53 $12.18
Accommodation and Food Services 477 554 $13.52 $13.57
Real Estate and Rental and Leasing 108 93 $14.64 $15.36
200400600800
1,0001,2001,4001,6001,800
Male
Female
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Placement PY 2017-18 (Top three placement sectors by gender)
Strategic Initiative 6 - Increase employment outcomes for the reentry population – Work with the offices of the Mayor and City Attorney to leverage investments of Los Angeles County and City funds to increase employment services for the reentry population.
Accomplishments
Increase in Reentry Enrollments – In PY2017-18, reentry enrollments increased across the WDS. The increase in enrollments was achieved through the establishment of enrollment goals for WDS service providers as well as the expansion of City initiatives such as LA:RISE and LARCA 2.0.
Prison to Employment - To expand services to the reentry population, the Los Angeles Basin Regional Planning Unit, on behalf of the seven WDBs within the unit, applied for $17 million of Prison to Employment (P2E) funds. The P2E Initiative is a grant program that includes $37 million statewide over three budget years to operationalize integration of workforce and reentry services in the state’s 14 labor regions. The goal is to improve labor market outcomes by creating a systemic and ongoing partnership between
22% of Female placements were
in Healthcare
22% of Female placements were in Administrative
Support
10% of Female placements were
in Retail Trade
25% of Male placements were in Administrative
Support
8% of Male placements were
in Healthcare
8% of Male placements were in Retatil Trade
• Rentry Population increased in PY 2017-18
2,699 enrolled, up from 2,257
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rehabilitative programs within the California Department of Corrections and Rehabilitation (CDCR) and the state workforce system by bringing CDCR under the policy umbrella of the State Workforce Plan. In March, the City was notified that the LA Basin RPU was awarded a total of $8.7 million. The City anticipates receiving 40 percent of P2E funds awarded to the region.
ACTION – Implement the P2E grant to provide additional employment opportunities for reentry individuals returning to the City.
Enroll 100 participants through the P2E initiative.
Develop and implement reentry training for WDS service providers.
Continue to expand partnerships with reentry service providers.
Strategic Initiative 7 - Increase education and/or employment outcomes for disconnected youth – The WDS will continue to provide leadership for integrating City, LAUSD, LACCD, and LA County services to increase educational, employment, housing and social well-being outcomes of the City’s disconnected youth. Through the Performance Partnership Pilot (P3) initiative and the YouthSource system, the WDS is providing regional leadership on expanding and integrating services to the region’s disconnected youth population including foster, probation, dropout and homeless youth populations.
Accomplishments
LAP3 Evaluation – The WDS partnered with California State University Northridge (CSUN) to complete an impact evaluation of the City of Los Angeles Performance Partnership Pilot (LAP3) program. The report assessed the impact on 922 youth served and exited in year 1 of the program, July 1, 2016 to June 30, 2017. Evaluation findings include:
LAP3 youth showed gains in education and employment, but less exposure to employment-related training. LAP3 youth were almost three times as likely to complete a degree or certificate (31.6 % and 10.3%, respectively) within a year of exiting the program, or to return to school if they had not completed secondary school (31.5% and 11.0%, respectively).
LAP3 participants were significantly more likely to be employed at the end of services compared to their matches (42.6% vs 23.1%).
Similar evidence was found when studying program impacts on key subgroups which are particularly hard to serve, including: foster and formerly foster youth, youth who were or had been on probation, and homeless youth. LAP3 foster youth were statistically significantly more likely to complete a degree or certificate than their matches. LAP3 homeless youth were also statistically significantly more likely to be employed than their matches.
ReLAY Institute - The Institute is a partnership between the CSU5 (the five California State Universities serving the greater Los Angeles region), the County of Los Angeles Workforce Development, Aging & Community Services and the City of Los Angeles Economic Workforce Development Department. The purpose of the ReLAY Institute is to create sustainable systemic change that will provide improved education,
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employment, housing, and health and well-being outcomes for disconnected youth (16-24) throughout the Los Angeles Basin. This is done by increasing knowledge and analytic capacity, capturing and sharing data, identifying best practices, disseminating innovation, fostering networks, and catalyzing and facilitating collective action and leadership that builds and strengthens the capacity of public systems, nonprofits, and other service providers. The ReLAY Institute strengthens the capacity of public systems to provide wraparound services to improve education, employment, and social outcomes specifically for youth who have dropped out, are unemployed, or are homeless.
ACTION – Continue to expand partnerships and integrate systems of care to better coordinate workforce and educational services for disconnected youth.
Establish partnership with the Los Angeles County Chief Executive Officer (CEO).
Establish partnership with the Los Angeles Homeless Services Authority.
Strategic Initiative 8 – Increasing impact of the City’s Workforce Development System through the strategic alignment of City and Regional Planning Efforts (Los Angeles Regional Plan, Local Plan, WDS Annual Plan and P3 Strategic Plan) - In the last year, the City of Los Angeles provided leadership to cross-jurisdictional efforts aimed at developing regional workforce development strategies. The WDS Annual Plan seeks to align the goals and objectives identified through the Regional, Local and P3 planning efforts undertaken by the City and key workforce development stakeholders in the region over recent years. These planning efforts seek to align workforce resources and programs to develop systematic and coordinated efforts to increase economic opportunities for those left out by the economic recovery.
1) Regional Plan - aimed at the development and implementation of decision–making structures that will strengthen workforce activities and performance at the regional level of the seven Los Angeles Basin Local Boards. The Regional Plan supports the State Board’s Unified State Plan goal of building regional sector pathways, including increasing industry-valued credential attainment and enrollment in apprenticeship through sector strategies; increasing employer engagement; and development of a regional communications effort between the seven regional boards. As required by WIOA legislation, which requires a biennial review, this plan was modified to include specific plans to address the needs of the reentry population. http://ewddlacity.com/images/reports/LARPU/LABRPU_Regional-Workforce-Development-Plan-2017-2020.pdf#zoom=80 http://wiblacity.org/index.php/articles-hidden/245-open-for-public-comments-los-angeles-basin-region-s-workforce-development-plan-draft-modification-and-draft-local-plan
2) Local Plan - describes the City’s WDS efforts to meet the goals and objectives of the Regional Plan, and to meet the federal and state intent of implementing the Workforce Investment Opportunity Act. Also subject to biennial review, this plan was modified to include specific plans to address coordination with CalFresh
Employment and Training programs; employment services for noncustodial parents; increased services for individuals with developmental/intellectual disabilities; and services for English language learners, foreign-born, and refugees. http://ewddlacity.com/images/reports/LARPU/WIOA-CityLAWDB_LocalWorkforcePlan_2017-2020.pdf#zoom=80
3) Performance Partnership Pilot (P3) Strategic Plan - contains the collective efforts
of over 40 organizations to improve the education, workforce development, housing, and social well-being outcomes of the region’s disconnected youth. The goals and objectives link with specific strategies that would increase integration of city, county and school district services. The plan also calls for specific policies to prioritize services for the region’s disconnected youth populations.
ACTION – Develop a regional governance structure for the implementation of regional planning activities and grants.
California - In 2017, California’s economy leaped ahead of Great Britain to become the 5th largest economy in the world, behind only the United States, China, Japan and Germany. In 2018, the state’s economy continued its strong performance, outpacing the rest of the nation with a 3.4 percent economic growth compared to the national growth rate of 2.9 percent.
Since 2012, the state has added jobs at a faster rate than the nation as a whole, adding 246,400 jobs in 2018. LAEDC predicts that this trend will continue with California adding an additional 320,000 jobs in both 2019 and 2020. The state’s job growth has led to a lower annual unemployment rate at 4.2 percent during 2018, a reduction of 0.6 percentage points compared to 2017 levels, and 8.1 percentage points from its peak in 2010.
Table 6: Annual Unemployment Rate (%)
Locality 2010 2011 2012 2013 2014 2015 2016
2017
2018
U.S. 9.6 8.9 8.1 7.4 6.2 5.3 4.9 4.4
3.9
California 12.3 11.7 10.5 8.9 7.5 6.2 5.4 4.8 4.2
LA County 12.6 12.3 10.9 10.2 8.3 6.9 5.2 4.7 4.7
LA City 13.9 13.6 12.1 10.7 8.7 7.1 5.6 4.7 4.7
As of January 2019, the City of Los Angeles had an unemployment rate of 4.9% Source: Bureau of Labor Statistics and California Employment Development Department
Los Angeles County – Los Angeles County’s economic progress closely followed that of the State in 2018, adding 59,000 jobs with a 2.8 percent growth rate. The County’s unemployment rate remained at 4.7 percent.
Job growth in Los Angeles County was spread across most industry sectors. The largest private sector gains were in Leisure and Hospitality (adding 22,000 jobs), Education and Health (18,400 jobs), and Professional and Business Services (15,000 jobs). Three sectors shed jobs over the year: Transportation, Trade, and Utilities contracted by 2,200 jobs, Government payrolls shrunk by 2,200 jobs, and the Other Services sector eliminated 1,300 jobs. After four consecutive years of job losses, manufacturing jobs were level in 2018, neither adding nor losing overall jobs in the sector. Job creation should remain steady, with 61,000 jobs expected to be added in 2019 and 60,700 in 2020.6
6 Ibid
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-18
The sectors expected to add the largest number of jobs over the next two years are:
Education and Health (47,000 new jobs)
Leisure and hospitality (39,600 new jobs)
Professional and Business Services (24,800 jobs)
Construction (9,600 new jobs)7
Employment and Educational Outlook for the City of Los Angeles - As of February 2019, the City of Los Angeles had a civilian labor force of 2,079,500 individuals. Of that number, 87,900 (4.2 percent) were unemployed, a decrease in unemployment from February 2018, when the City of Los Angeles had a civilian labor force of 2,077,000 individuals and 94,300 (4.5 percent) were unemployed.
Though the regional economy continues to improve, many Angelenos have been left out of the economic recovery. While generally unemployment decreases and earnings increase with higher attainment, labor market information for the region continues to reflect persistent racial and gender gaps among full-time workers at all educational levels. This pervasive income inequality contributes to the high concentration of poverty among communities of color, with 24.5 percent of African Americans and 23.7 percent of Latinos living in poverty.
Educational attainment remains a significant barrier to accessing middle-skill employment for many Angelenos. As illustrated in the table below, nearly 24 percent of working age adults lack a basic High School education, nearly double the national average. As a result of low educational attainment levels, many Angelenos do not have the requisite education to complete post-secondary credentials required for middle-skills jobs being created in the region.
Table 7: Educational Attainment (of persons age 25+)8
Non-High School
Graduate Bachelor’s Degree
or more
United States 12.7% 30.9%
California 17.5% 32.6%
Los Angeles County 21.8% 31.2%
Los Angeles City 23.6% 33.0%
FY 2019-20 FUNDING OUTLOOK Strong economic growth at both the State and local levels have resulted in significant reductions in WIOA formula funds allocated to the City between PY 2017-18 and PY 2018-19. Although the City anticipates level funding in PY 2019-20, prior year funding reductions are expected to result in a corresponding decrease in the amount of funds
7 Ibid 8 U.S. Census Bureau – Population Estimates, July1, 2018
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-19
carried over into PY 2019-209. The net result of these decreases in both funding and carry-over amounts is a $12.4 million decrease in available formula funding over the past five years. Table 8: Funding over time
Diversified Funding - The WIOA Title I Formula Funds represent a major source of funding for the City’s WDS, accounting for 45 percent of its revenue. Its share of total revenues continues to decrease due to both funding reductions, and the City’s efforts to diversify revenue streams. In addition to WIOA, WDS strategies and activities are funded through investments from the County of Los Angeles, the City of Los Angeles and through competitive grants awarded to the City of Los Angeles.
YEAR 20 ANNUAL PLAN FUNDING RECOMMENDATIONS As noted previously, the Annual Plan outlines a framework of workforce initiative for achieving an equitable labor market that provides economic opportunities for all Angelenos. In developing the Annual Plan, the WDB took into consideration the priorities established by the Mayor, the California Workforce Development Board (CWDB), the city’s current economic and educational situation, the resources available, and its own priorities.
The final Annual Plan will propose a balanced budget for PY 2019-20. Projections for new WIOA Title I Formula Funds and carryover revenue are summarized in Table 9 below:
9 WIOA Formula Funds have a two-year life cycle.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
15-16 16-17 17-18 18-19 19-20*
Carry-in
RR
Youth
DW
Adult
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-20
Table 9: Workforce Innovation and Opportunities Act Formula Funding
PY 2018-19 WIOA
Funds PY 2019-20 WIOA
Funds* Difference
Adult $12,227,342 $12,227,342 $0
Dislocated Worker $8,452,565 $8,452,565 $0
Youth $13,105,934 $12,537,866 ($568,068)
Rapid Response $962,846 $962,846 $0
Carryover $2,886,000 $1,843,000 ($1,043,000)
Total $37,6334,687 $35,261,619 ($1,611,068) *PY 2019-20 Funds are estimated. This table does not include other grant funding including other WIOA grants.
As illustrated in Table 9: Workforce Innovation and Opportunities Act Formula Funding above, the PY 2019-20 Annual Plan budget reflects level funding for Adult, Dislocated Worker, and Rapid Response funds, with a reduction in Youth funding. Carryover funds are also expected to be $1.0 million less than the prior year. In light of these reductions in available funds, the draft Annual Plan reflects allocation reductions from PY 2018-19 Annual Plan levels in the following program and administrative activities as shown in Table 10 below: Table 10: WIOA Allocations
PY 18-19 PY 19-20 Change % Change
EWDD Program and Admin 9,367,206 8,634,973 (732,233) (7%)
Workforce Development Board 1,398,538 1,248,395 (150,143) (11%)
WorkSource Centers 14,283,002 14,283,008 -
YouthSource Centers 9,310,630 9,310,630 - -
WorkSource Center Portals 126,000 226,000 100,000 79%
Rapid Response 796,724 678,360 (118,364) (15%)
Layoff Aversion / LAEDC 401,612 401,612 - -
WDB Innovation Fund 250,000 250,000 - -
Customer Satisfaction Surveys 150,000 150,000 - -
Certification Requirements and Technical Assistance
25,000 25,000 - -
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-21
Funding Highlights:
No. Funding Strategy Outcome Strategic Goal(s)
1. $14,383,000 Fund 16 WorkSource Centers to provide employment training and placement services to high-barrier adults and dislocated workers and employers.
TBD Strengthen connections with major economic drivers in the region. Target vulnerable populations with a geographic focus.
2. $9,310,630 Fund 14 YouthSource Centers
TBD Focus on disconnected youth.
3. $11,706,920 Year-Round Youth Employment Program
TBD Focus on disconnected youth.
4. $7,500,000 Los Angeles Reconnections Academy (LARCA 2.0)
TBD Target vulnerable populations with a geographic focus.
5. $5,000,000 Los Angeles Regional Initiative for Social Enterprise (LA-RISE) 2.0
TBD Address homelessness with more employment opportunities.
6. $1,800,000 LA County - INVEST TBD Focus on the reentry population.
7. $401,612 Layoff Aversion TBD Strengthen connections with major economic drivers in the region.
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-22
WORKFORCE DEVELOPMENT SYSTEM
Through the implementation of the Integrated Service Delivery (ISD) Model in the Adult and Dislocated WorkSource centers (which coordinate the efforts, resources and services of key partner agencies), the workforce development system ensures the seamless delivery of services to jobseekers. Similarly, the integration of key partners into the YouthSource Centers (particularly educational institutions), along with the intensive and sustained efforts underway to coordinate multiple agencies and community-based organizations targeting out-of-school youth, has enabled the WDS to garner the federal designation from the Department of Education and Department of Labor as a Performance Partnership Pilot (P3) locality. The P3 designation gives added flexibility in the use of discretionary funds across multiple federal programs. The youth system emphasizes the coordinated and integrated delivery of education, workforce, and social services to disconnected youth ages 16 to 24.
ADULTS AND DISLOCATED WORKERS SYSTEM ACCOMPLISHMENTS AND STRATEGIES
WorkSource Centers (WSCs) are strategically located in areas of the City with the highest concentrations of poverty, long-term unemployed, and lowest educational attainment rates. The WSC system addresses issues of equity and economic opportunity in the City by providing career services, including vocational and on-the-job training to low-income Angelenos.
Integrated Service Delivery Model Leads to a Systematic Approach to Serving Angelenos
Integrated Service Delivery (ISD) focuses on better coordination, integration, and leveraging of both resources and competencies of the system’s partners. Key to the success of this effort has been continuous and open communication, not only with the California Employment Development Department (WIOA Title III) and the California Department of Rehabilitation (WIOA Title IV), but also with the Los Angeles Unified School District and the Los Angeles Community College District (both WIOA Title II). The integration of key workforce development programs in the region provides the WDS with a systematic approach to serving those with greatest need and addressing inequities in our labor market. Additional partners include the County of Los Angeles Workforce Development Board, the Verdugo/Glendale Workforce Development Board, the South Bay Workforce Development Board, and the Pacific-Gateway Workforce Investment Network, as well as the United States Department of Veterans Affairs, and the City’s Department on Disability, Department of Aging, and Los Angeles Public Library. In alignment with the California State Plan, this partnership will be expanded to include the California Department of Corrections and Rehabilitation to provide returning citizens with seamless reintegration pathways, the Los Angeles County Department of Public Social Services (DPSS) for coordination with CalFresh Employment and Training programs, and the Los Angeles County Child Support Services Department to improve labor market outcomes for unemployed, underemployed, and payment-delinquent non-custodial parents.
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-23
WDS Enrollments PY 2013-14 through 2018-19
Integrated Service Delivery, which began in PY 14-15, led to increases in Adult and Dislocated Worker enrollments, but as mentioned before, funding decreases have negatively affected system capacity.
3,467
14,727 24,905 22,981 21,964 18,081
3,207
7,781
10,232 9,476
7,094 5,438
2,811
3,595
2,765 2,597
2,399
2,615
1,000
2,446
2,448
13-14 14-15 15-16 16-17 17-18 18-19(Projected)
Adult Dislocated Workers Youth P3
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-24
Who We Serve (WIOA TITLE I) Adult, Dislocated Worker and Youth Funding
Gender
•% of Women - 52%
•% of Men - 48%
Income
•% of Low-Income - 78%
•% Individuals on Public Assistance - 40%
High Barrier Populations
•# of Veterans - 1,703
•# of Persons with Disabilities - 3,476
•# of Homeless - 2,913
•# of Re-Entry - 2,699
•# of Disconnected Youth - 1,041
Race and Ethnicity
•Hispanic / Latinos - 47%
•African Americans - 28%
•White - 21%
•Asian - 4%
•Native American - 2%
Age
•Ages 14-24: 10,415
•Ages 25-54: 18,298
•Ages 55 and Older: 4,995
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-25
Workforce Development System Partners
•WIOA Title III - Wagner-Peyser
•Veterans Services
•TAA
CA Employment Development Department
•WIOA Title IV - Rehabilitation Act
•Competitive Integrated Employment coordination
CA Department of Rehabilitation
•WIOA Title II - Adult Education and Literacy
•Sector Training LA Community College
District
•WIOA Title II - Adult Education and Literacy
•WIOA Navigators (WSC)
•Pupil Services and Attendance Counselors (YSC)
•Sector Training
LA Unified School District
•TANF
•Summer Youth Employment
•CalFresh Employment and Training
•GAIN
Los Angeles Department of Public Social Services
•High Risk / High Need Program
•Juvenille Justice Crime Prevention Program Los Angeles County
Department of Probation
•Non-Custodial Parent Services
Los Angeles County Child Support Services
Department
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-26
YOUTHSOURCE SYSTEM STRATEGIES The City envisions a nationally recognized workforce system for young adults, ages16-24, especially those who are disconnected from either school or work.
Over the last decade, the City has been an innovative workforce development leader, particularly for those young adults most in need of educational and workforce services. The City of Los Angeles YouthSource System is a dropout recovery and reengagement system that works to increase the educational and workforce outcomes of all young adults in Los Angeles.
In collaboration with the Los Angeles Unified School District, the Los Angeles Community College District, and several other public and private partners, the system is a community-based approach to reaching young adults who have not graduated from high school, who are not engaged in the workforce, or not pursuing an educational certificate or degree. Each center works with local partners to increase high school graduation, college acceptance, employability and employment placement of its participants.
System goals include: 1. Building strong partnerships, integrating efforts, removing barriers, and improving
accountability and communication; 2. Developing innovative strategies for increasing education and employment
outcomes; 3. Championing public and private systems change to improve outcomes; and 4. Focusing policies and programs that empower youth to become self-sufficient
and resilient, and respecting the capabilities and capacities of all Los Angeles Youth.
These system goals are based on the values of connectivity, creativity, and change, centered on youth. These goals allow us to collectively transform our service delivery system to improve the education, employment, housing, and physical and mental well-being of the region’s disconnected 16-24 year-old population. The YouthSource Centers are located in areas of the city with a high risk of dropouts and are predominately operated by community-based nonprofit organizations.
City of Los Angeles YouthSource Centers act as “drop-out recovery centers” with the co-location of a certified Los Angeles Unified School District (LAUSD) Pupil Services and Attendance Counselor in each center. Counselors have on-the-spot access to student data to determine attendance patterns, credits earned toward graduation, test scores, and behavioral patterns. PSA counselors complete educational assessments for all YouthSource Center participants. The information obtained is used by the counselor and center case management staff to determine the best educational approaches and options for individual participants.
This formal partnership works to ensure that out-of-school youth return to school and/or post-secondary employment and training programs in high-demand employment
Year 20 Annual Plan PY 2019-20
DRAFT - Plan Overview
2-27
sectors, and enables the YouthSource system to attain WIOA’s mandate that 75 percent of youth funds be expended on out-of-school youth. YouthSource Centers are part of the Los Angeles Performance Partnership Pilot (P3), a coordinated effort to deliver education, workforce, and social services to disconnected youth 16-24 through collaboration between public departments, non-profit organizations, and educational institutions. The P3 collaborative structure expands employment and education services available to youth through the center and through a wider system of partner resources. As part of the P3 partnership, service to in-school youth is targeted to those most in need, such as homeless youth, foster youth, and youth involved in the juvenile justice system. LEGISLATIVE ADVOCACY In addition to the strategies described in this plan, the WDS also supports a legislation agenda that enhances the capacity of our system to have a greater impact on high-barrier populations through needed resources.
No. Locality Department
Bill / Appropriation
1 Federal U.S Department of Labor / Training and Employment Services
For the necessary expenses of the WIOA, the Second Chance Act of 2007, and National Apprenticeship Act $3,502,700,00
2. Federal U.S. Department of Agriculture SNAP – U.S.D.A. is proposing rule changes for SNAP requirements and services for Able Bodied Adults Without Dependents.
3. State CA Department of Education AB 1015 would create a strategy that both
